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Conversations: a means of learning, growth and change

Lynn Healy (South Burnett District Office of Education Queensland, Australia)
Lisa C. Ehrich (Queensland University of Technology, Kelvin Grove, Queensland, Australia)
Brian Hansford (Queensland University of Technology, Kelvin Grove, Queensland, Australia)
Doug Stewart (Queensland University of Technology, Kelvin Grove, Queensland, Australia)

Journal of Educational Administration

ISSN: 0957-8234

Article publication date: 1 August 2001

1298

Abstract

The research reported in this article formed part of a university/industry collaborative grant in which the role of leaders in managing cultural change across an industry site was investigated. The focus of the article concerns the leadership of a district director in a rural setting in Queensland. The study was shaped by the interests of the district director who sought feedback on her leadership style and influence on principals in the district. A team of researchers from the School of Professional Studies in the Faculty of Education at Queensland University of Technology conducted semi‐structured interviews with a sample of six principals with whom she had worked over a period of one year to gauge their perceptions of her influence on their thinking and acting. A key finding of the research was that that well‐led conversations can be an effective professional development strategy for learning, growth and change in educational leaders.

Keywords

Citation

Healy, L., Ehrich, L.C., Hansford, B. and Stewart, D. (2001), "Conversations: a means of learning, growth and change", Journal of Educational Administration, Vol. 39 No. 4, pp. 332-345. https://doi.org/10.1108/EUM0000000005494

Publisher

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MCB UP Ltd

Copyright © 2001, MCB UP Limited

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